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Kim Goodwin on UX Leadership 2011 04
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Kim Goodwin on UX Leadership 2011 04






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  • Full Name Full Name Comment goes here.
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  • Wonderful presentation.
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  • i found your presentation so powerful and effective way to promote my own workshop which i conducting in The same failed art of leader ship
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  • Hi Kim, both your persona presentation and your workshop were terrific and highly useful. same request as kwanchen.
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  • Hi Kim, wondering if you are happy to share the slide on the Persona presentation you did in UX London. I attended both your workshop as well as the presentation, and would like to refresh my memory on some of your case studies.
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  • Favourite workshop of UX London - resonated very well with conversations that I had with fellow ux'ers and Alan Cooper regarding the Organisation being the biggest challenge to UX
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Kim Goodwin on UX Leadership 2011 04 Kim Goodwin on UX Leadership 2011 04 Presentation Transcript

  • Leading UXUX London, April 2011 © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • the set of values & norms that drive actions © 2010-2011 Kim Goodwin
  • AdaptiveAccepting of (reasonable) riskAccepting of (reasonable) failureCommitted to qualityWilling to prioritizeOther-focused © 2010-2011 Kim Goodwin
  • required for effective culture© 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • Youʼre a leader if you can enlist others as © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • Becoming & being a UX leader Behaviors Style & contextChanging cultures Models of change Individual change VisionHomework & wrap-up © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • determines whether people see you as a leader © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • They are what volunteers see They are what we can control© 2010-2011 Kim Goodwin
  • 1. Can I trust you?2. Do you value me?3. Do I believe in the idea?4. Do I believe in your ability? © 2010-2011 Kim Goodwin
  • Honesty is the #1quality peoplerequire in a leaderBased on surveys of over 75,000 peopleinternationally in late ʻ80s & ʻ90sKouzes & Posner © 2010-2011 Kim Goodwin
  • Be fairAct with integrityBe honest with mePut the teamʼs interests before your ownTake responsibility for your own mistakes & flawsStick to your stated values (especially when itʼs hard)Keep your promisesKeep my confidencesGive credit where itʼs dueBe there when I need youTell me what I need to know © 2010-2011 Kim GoodwinLook out for me
  • Warmth is like the aesthetic usability effect © 2010-2011 Kim Goodwin For more on relationship between warmth & perception, see Hartman, 1999
  • Listen to meSeriously consider my viewsExplain your reasoningAssume Iʼm competentGive me opportunitiesEncourage and support meHelp me achieve goals, even if they mean leavingTreat me as more than a cog in the machineAcknowledge my efforts and sacrificesBe interested in meLook out for my interests © 2010-2011 Kim GoodwinAsk for my views and ideasUnderstand me and my needs
  • You can get away with just one or the other ... for a while © 2010-2011 Kim Goodwin
  • Other-centeredNot about tangible rewardsChallenging © 2010-2011 Kim GoodwinOn intrinsic motivation, see: Edward Deci (1969); Deci & Ryan on self-determination theory; Daniel Pink (Drive)
  • leader + environment + volunteer + situation © 2010-2011 Kim Goodwin
  • values + behavioral preferences© 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin adapted from Blake & Mouton
  • What criteria do you use for decisions?© 2010-2011 Kim Goodwin
  • Where is your comfort zone?Most models based on Jungian psychology © 2010-2011 Kim Goodwin
  • Get energy E (external) I (internal)Process information S (facts & observations) N (abstractions & ideas)Make decisions F (based on feelings) T (based on thinking)Prefer to organize life J (structured & scheduled) P (flexible & open) © 2010-2011 Kim Goodwin For a free approximation of your probable type, try: http://www.humanmetrics.com/cgi-win/JTypes2.asp
  • If you are : You may be seen by opposite types as :E (extraverted) Tiring; too fond of “forced fun”I (introverted) Unfriendly or remoteS (facts & observations) DenseN (abstractions & ideas) Hand-wavyF (feeling-based decisions) Irrational or overindulgentT (logic-based decisions) UncaringJ (structured & scheduled) InflexibleP (open & flexible) Unproductive or disorganized © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • situational leadership© 2010-2011 Kim Goodwin concept introduced as “life cycle” leadership by Hersey & Blanchard, 1969
  • © 2010-2011 Kim Goodwin
  • Skill Experience Relationship needs Communication style Learning style Confidence Position power Goals© 2010-2011 Kim Goodwin
  • Degree of task structure Importance of outcome Proactive / reactive nature Degree of commitment required Degree of commitment that exists© 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin adapted from Hersey & Blanchard
  • © 2010-2011 Kim Goodwin adapted from Vroom & Yetton (1973), Vroom & Jago (1988)
  • If youʼre talking to: Try to:E (extraverted) Offer teamwork situationsI (introverted) Allow for solo workS (facts & observations) Use concrete examplesN (abstractions & ideas) Paint the big pictureF (feeling-based decisions) Talk about emotional consequencesT (logic-based decisions) Outline logical reasoningJ (structured & scheduled) Share targets & timelinesP (open & flexible) Emphasize where exploration fits © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • Leadership need or situation:My worst / least effective behavior is:It happens when / because I:My best / desired behavior is:I could behave that way more often if I: © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • Are you the right person to: Have this conversation? Lead this initiative? Lead UX in this company?Sometimes the answer is no. © 2010-2011 Kim Goodwin
  • Delivering feedbackHandling criticismNegotiatingMediating conflicts © 2010-2011 Kim Goodwin
  • 1. observed behavior2. results of behavior3. any explanation of results4. discussion of potentially more effective behaviorWhen you <did this>, <this happened> because <of this>. © 2010-2011 Kim Goodwin
  • Feedback on your behavior: Accept it as a gift Help the giver share it more effectivelyDisagreement with a decision: Find any value in the critique Present the tradeoffs & ask what theyʼd do © 2010-2011 Kim Goodwin
  • Know your goals & what you wonʼt give upNegotiate directly with the right personWhere thereʼs a disconnect: Discuss goals & alternate ways to accomplish them Narrow the effect of disagreeable terms Avoid negotiating against yourself © 2010-2011 Kim Goodwin
  • Talk to people individually first Understand goals & limits Educate on behavior style if neededHelp them frame things constructively When you____I feel____because____. My goal is____. Can you think of other ways to accomplish my goal? © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • The big picture on © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • 3-5 years minimumCommitment at all levelsOld culture has deep roots © 2010-2011 Kim Goodwin
  • Failure to understand that itʼs a long processOverly narrow focus or approach: Executive edicts Education ProcessLeadership issues: Ineffective Insufficient commitment © 2010-2011 Kim Goodwin Champion leaves
  • Unfreeze Must shake people loose Crisis, vision, evidence are all leversTransition Change is a long, messy journey Break things into manageable stepsRefreeze Let the new culture put down roots © 2010-2011 Kim Goodwin Rewards, stories, evidence help cement the change Kurt Lewin, 1951
  • © 2010-2011 Kim Goodwin
  • 1. Establish urgency2. Develop a guiding coalition3. Develop a vision4. Communicate the vision5. Enable action6. Get short-term wins7. Donʼt let up8. Make change stick © 2010-2011 Kim Goodwin John Kotter, Leading Change
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin Lawrence, Dyck, Maitlis & Mauws, 2006
  • Primary Secondary Attention Organizational structure Reactions to crises Systems & processes Role modeling Facilities design Rewards Stories & myths Personnel decisions Formal statements © 2010-2011 Kim Goodwin Edgar Schein
  • Who will be hardest to unfreeze? What levers might work?Who needs to be in your coalition? Why?Who should play the 4 change leadership roles?What values, attitudes & behaviors need changing?What systems & processes need to be changed or invented?What opportunities are there for short-term wins? © 2010-2011 Kim Goodwin Edgar Schein
  • Organizational change is based on lots of © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin Alexander Horniman, Darden School of Business
  • © 2010-2011 Kim Goodwin Kubler-Ross, 1969
  • Deny need for change Discount the messenger Discount their ability to change Discount othersʼ ability to change May not share helpful informationFocus on “unfreezing” approaches: Evidence of problems Their personal frustrations Vision © 2010-2011 Kim Goodwin
  • Think theyʼre doing a good job Admitting need for change is admitting failure You are challenging their self-imageTo move people past anger: Accept anger (within reason) Provide a way out Avoid blame © 2010-2011 Kim Goodwin
  • Look for easy, superficial changes This is quicksand!To overcome bargaining: Ask how the solution will address deeper problems Revisit the end goal © 2010-2011 Kim Goodwin
  • Need for change is understood The easy way isnʼt working Problem seems overwhelmingHelp people see: A clear path Manageable milestones How they can affect their future Examples of success © 2010-2011 Kim Goodwin
  • Need is understood Path is clearFocus on: Providing clarity Removing obstacles Making sure youʼre ready for them to act © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • Everyone agrees that change requires © 2010-2011 Kim Goodwin
  • Through leveraging multi-platform synergies, wewill develop and deploy industry-leading, scalable,and usable systems that drive customersatisfaction and increase market share. © 2010-2011 Kim Goodwin
  • “A great man is one sentence ... and it is always a sentence with an active verb.” Clare Boothe Luce American Congresswoman (1940s), ambassador, playwright© 2010-2011 Kim Goodwin Library of Congress, Prints & Photographs Division Carl Van Vechten Collection, LC-USZ62-116604
  • they just have to communicate & rally people behind it © 2010-2011 Kim Goodwin
  • The experience of: Used to:Users & customers Inspire change in the organizationUXers Develop a desirable environmentColleagues or clients Hire & coach designers;working with UXers build trust & respect © 2010-2011 Kim Goodwin
  • Scenarios, sketches, storyboards, prototypes ... of course!Also collaborative games: Magazine cover Design the product box © 2010-2011 Kim Goodwin
  • What do UXers need to be successful & happy? Responsibility & authority Role in the organization Kinds of projects Relationships with colleagues Opportunities for growth Shared values © 2010-2011 Kim Goodwin
  • What would make it a great place to work?What matters to different types of people?For big groups: affinity & dot-voting © 2010-2011 Kim Goodwin
  • Define based on: What colleagues or clients need The role & perception you want © 2010-2011 Kim Goodwin
  • Knowledge & skillsBehaviorsAttitudesResponsibilitiesAuthority © 2010-2011 Kim Goodwin
  • © 2010-2011 Kim Goodwin
  • and a few concluding thoughts © 2010-2011 Kim Goodwin
  • Which kind of vision(s) do you need?Who needs to be involved in creating it?Who needs to be inspired by it? © 2010-2011 Kim Goodwin
  • Obstacles to changeUnfreezing techniquesCoalition members4 change leadership rolesShort-term wins © 2010-2011 Kim Goodwin
  • Especially the ones who will start a landslide! Behavior style Skill vs. commitment Stage of grieving © 2010-2011 Kim Goodwin
  • Examine: Values Behavior style Unmet needs Ineffective behaviorsIdentify: Ways to “hack” your weaknesses Other leaders to complement you © 2010-2011 Kim Goodwin
  • Do your volunteers: Understand a shared goal? Make progress toward accomplishing it? Seek your help? Give you feedback? Stay around for a long time?In case youʼre oblivious: ask & have someone else ask © 2010-2011 Kim Goodwin
  • Postpone them if you canʼt be effectiveGet used to having less controlBuild in “backstage” time © 2010-2011 Kim Goodwin
  • 1. Can I trust you? 2. Do you value me? 3. Do I believe in the idea? 4. Do I believe in your ability?© 2010-2011 Kim Goodwin
  • let me know what you thinkkimgoodwin@mac.com @kimgoodwin © 2010-2011 Kim Goodwin